Observable Elements of Culture

• Practices
• Stories
• Language
• Symbols
• Socialization

• Norms
• Values
• Assumptions

• refer to how the organization will find a niche in and cope with its constantly changing external environment
• Requires leaders to consider and adress the following isues:

1. Mission and Strategy
2. Goals
3. Means
4. Measurement

• refers to the establishment and maintenance of effective working relationships among the members of an organization
• involves addressing the following issues:

1. Language and Concepts
2. Group and team boundaries
3. Power and Status
4. Rewards and Punishment

How Cultures Emerge

(Figure 16.2)

Top Management

• Agrees on shared assumptions of human behavior
• Develops a shared vision of cultural values

Behaviors

• Employees behave in ways that are consistent with shared values and assumptions

Results

• Financial performance
• Market share
• Employee commitment

Culture

• Strong culture emerges
• Traditions are maintained
• Socialization practices for new employees emerge

Methods of Sustaining Organizational Culture

(Figure 16.3)

1. Recruitment of employees who fit the culture
2. Removal of employees who deviate from the culture
3. Specific methods of sustaining organizational culture

• What leaders and teams pay attention to, measure, and control
• the ways in which leaders react to critical incidents and organizational crises
• management and team role modeling, teaching, and coaching
• criteria for allocating rewards and status
• criteria fr recruitment, selection, promotion, and removal from the organization
• organizational rites, ceremonies, and stories

when multiple cultures are present within an organization

• often reflect the following 3 types

1. operating culture (line employees)
2. engineering culture (technical and professional people)
3. executive culture (top management)

an organization that practices formality, rules, standard operating procedures, and hierarchical coordination

• members highly value standardized goods and customer service
• behavioral norms support formlity over informality
• leaders view their roles as being good coordinators, organizers, and enforcers of written rules and standards
• tasks, responsibilities, and authority for all employees are clearly defined
• organization's many rules and processes are spelled out in thick manuals, and employees believe that their duty is to "go by the book" and follow legalistic procedures

Tradition, loyalty, personal comitment, extensive socialization, teamwork, self-management, and social influence are attributes

• members recognize an obligation beyond the simple exchange of labor for a salary
• generates feelings of personal ownership of a business, a product, or an idea

high levels of risk taking and creativity characterize this type of culture

• there is a commitment to experimentation, innovation, and being on the leading edge
• individual intitiative, flexibility, and freedom foster growth and are encouraged

the achievement of measurable and demanding goals, especially those that are financial and market based (e.g. sales growth, profitability, and market share) characterize this culture

• hard-driving competitiveness and a profit orientation prevail
• relationship between individual and organization is contractual
• control orientation is formal and quite stable
• neither party recognizes the right of the other to demand more than was originally specified
• organization doesn't promise security and the individual doesn't promise loyalty
• superors' interactions with subordinates largely consist of negotiating performance-reward agreements and/r evaluating requests for resource allocations
• absese of a long-term commitment by both parties results in a weak socialization process
• social relations among co-workers are not emphasized
• often tied to monthly, quarterly, and annual performance goals based on profits

refers to a person's overall set of expectations regarding what they wil contribute to the organization and what the organization will provide in return

understanding reached between the person and the organiation

Steps in Socialization Process

(Figure 16.5)

1. Careful Selection of candidates (removal of candidates who do not "fit" culture)
2. Challenging early work assignments
3. Training to develop capabilities consistent with culture
4. Rewards that sustain the culture
5. Adoption of cultural value policies (removal of employees who deviate from culture)
6. Rituals, taboos, rites, and stories to reinforce culture
7. Role model to sustain culture